Introduction Many operations management scholars have identified Toyota’s production systems as some of the best management systems in terms of efficiency and their continued increment of productivity

Toyota’s Just-In-Time strategy

Toyota Company adopted the just-in-time strategy as a manufacturing philosophy first in the 1970’s. The focus of the philosophy is waste elimination coupled with reduction of inventory levels. The central mechanism for operation of the strategy is based on Kanban, a Japanese term that means a card.
The key aspect of JIT embraces “quality control, waste minimisation, reduction of production complexities, and increase in transparency and ensuring that production is done in small lots or batches”. Increasing the competitive advantage of the Toyota Company through the model rests in the need to satisfy customers.
According to Toyota , this aim is accomplished through “fulfilling customer demand efficiently and promptly by linking all production activities to real marketplace demand” . Ideally, JIT is dependent on the processes, which are finely tuned so that an assembly sequence only makes use of materials, which are only required, and which are of the right quality and quantity.
Faced with the challenge of meeting an appropriate mix for production of various models of automobiles, the Toyota Company has to select an appropriate product mix that will satisfy the demand to ensure production of the demanded automobiles in a cost effective manner.
In this extent, Toyota reckons, “Just-in-time offers a smooth, continuous, and optimised workflow, with carefully planned and measured work-cycle times and on-demand movement of goods, reduces the cost of wasted time, materials and capacity” . Through an effectively planned production process, workers are given an opportunity to concentrate on tasks that add value to an organisation.
Toyotaning o'z vaqtida strategiyasi:
Toyota kompaniyasi birinchi marta 1970-yillarda ishlab chiqarish falsafasi sifatida o'z vaqtida strategiyasini qabul qildi. Falsafaning asosiy yo'nalishi chiqindilarni yo'q qilish va inventarizatsiya darajasini pasaytirishdir. Strategiyaning markaziy mexanizmi Kanban so'ziga asoslanadi, yaponcha so'z karta degan ma'noni anglatadi.
JITning asosiy jihati "sifatni nazorat qilish, chiqindilarni minimallashtirish, ishlab chiqarish murakkabligini kamaytirish va shaffoflikni oshirish va ishlab chiqarishning kichik partiyalar yoki partiyalarda amalga oshirilishini ta'minlash" ni o'z ichiga oladi. Model orqali Toyota kompaniyasining raqobatdosh ustunligini oshirish mijozlarni qondirish zarurati bilan bog'liq.
Toyota ga ko'ra, bu maqsad "barcha ishlab chiqarish faoliyatini real bozor talabi bilan bog'lash orqali mijozlar talabini samarali va tezkor qondirish" orqali amalga oshiriladi. Ideal holda, JIT yig'ish ketma-ketligi faqat talab qilinadigan va kerakli sifat va miqdorda bo'lgan materiallardan foydalanishi uchun nozik sozlangan jarayonlarga bog'liq.
Turli rusumdagi avtomobillarni ishlab chiqarish uchun mos aralashmani qondirish muammosiga duch kelgan Toyota kompaniyasi talab qilinadigan avtomobillarni tejamkorlik bilan ishlab chiqarishni ta'minlash uchun talabni qondiradigan tegishli mahsulot aralashmasini tanlashi kerak.
Shu nuqtai nazardan, Toyota (2012) shunday deb hisoblaydi: “Just-in time” muammosiz, uzluksiz va optimallashtirilgan ish jarayonini taklif qiladi, diqqat bilan rejalashtirilgan va o'lchangan ish tsikli vaqtlari va tovarlarning talab bo'yicha harakatlanishi behuda sarflangan vaqt xarajatlarini kamaytiradi. materiallar va quvvatlar” (2-band). Samarali rejalashtirilgan ishlab chiqarish jarayoni orqali ishchilarga tashkilotga qiymat qo'shadigan vazifalarga e'tibor qaratish imkoniyati beriladi.